The term 'back to basics' assumes that we used to get the basics right, but are we deluding ourselves, ask Paul Kearns.

There’s something definitely wrong with the phrase ‘back to basics’ when applied to learning and development. First, it assumes we all know, and agree, what the basics should be. Second, it further assumes that at some point, historically, we used to get the basics right. It strikes me that both of these are false assumptions.

By 'basics’ do we mean that we should actually analyse an individual’s training needs, in relation to the needs of the business before we offer them any training? If so, why have we done so much ‘sheep dip’ training over the last 30 years? If back to basics means doing what we should always have done in the first place then I am absolutely 100% in support of it.

This would mean that indiscriminate, ‘mass production’ training designed for large groups of employees or managers would cease to exist. What a fantastic leap forward in 2008. No more diversity awareness for people who don’t want it. No more leadership development for those who don’t deserve it. No more ‘training by numbers’ using rigid, competence-based, identikit templates for managers who don’t need it. Hallelujah!

One other aspect of back to basics that we ought to be applauding is less emphasis on technology. More technology does not automatically mean better learning. Good trainers and teachers will always be good whether they use a blackboard (sorry, chalk board) or interactive white board (sorry, don’t know what the PC term for that is). Learning is all that matters, not the method of delivery. That’s a basic.

My last wish for 2008 therefore is that we start to get the basics of learning right. So what would this include? How about ensuring we have motivated and committed learners to start with (not the sort of ‘difficult people’ referred to in the most popular read of 2007 on TrainingZone); senior managers who actually know that learning has nothing to do with courses and learning professionals who can help to deliver business solutions. These are precisely the sorts of ‘basics’ that we regularly fail to get right. So let’s make 2008 a year of looking forward to getting the basics right, not looking back to some halcyon days of training that never existed in the first place.

Paul Kearns specialises in measuring the value of the human contribution to organisational success and teaches real evaluation around the world. He is the author of the CIPD’s best selling 'Evaluating the ROI from Learning'. Visit www.paulkearns.co.uk

To read TrainingZone's most read feature from 2007 - Training Difficult People, by Dawn Smith - click here.